Managers vs. Agile Teams: Who Makes the Decisions?: Meghann Drury, Ken Power
Agile teams face daily decisions in a dynamic environment. Participants in this workshop will learn key strategic & tactical decisions agile teams make, including how they draw on experience to drive decisions. This is an interactive session that reviews how decision quality is assessed, how decision quality metrics are implemented and how metrics can be improved on their teams. Participants will rate their own levels of decision quality around particular agile activities. Participants should have some experience working on agile teams,e.g. as scrum master, product owner, tester, developer.http://submit2011.agilealliance.org/files/session_pdfs/Agile 2011_Managers vs. Agile Teams-Who Makes the Decisions.pdf
Cisco Systems, Inc.
Ken Power works for Cisco Systems as an internal Lean and Agile consultant and coach, working with the organization’s leadership and teams around the world on their continuing agile and lean journey. He is co-founder of Cisco’s first Agile Office. He is a frequent speaker at major international Lean and Agile conferences and has authored several papers on Lean and Agile product development, including winning the IEEE Award for Best Paper at... Read More →
Overcoming Self-organization Blocks: Andrea Provaglio
We know that self-organization is a critical aspect of every successful Agile project and we know that it takes trust, respect, openness and responsibility; so why many teams have a hard time to achieve it? Self-organization changes the manager/team dynamics and the teammate/teammate ones. Resistance may arise and the source is frequently rooted in mental habits, such as a latent blaming culture, confusing guidance and command, fear of taking responsibility or losing status, unconscious agendas. Attend this session to learn, through demos and exercises, how to deal with these kind of issues.http://www.slideshare.net/provaglio/overcoming-selforganization-blocks
Putting the Fun Back In Your Retrospectives: Ken Clyne, Eric Willeke
Retrospectives are a key mechanism of a continuously improving process. However it is a challenge to implement them well. Many are poorly facilitated and just downright dull. It doesn't have to be this way. Retrospectives can be a time for celebration, a time for fun and a time for team-building. In this tutorial attendees will experience some of the techniques Rally coaches use to put the fun back in the retrospective including: Goldilocks and the Three Bears, The Break-Up Letter, Draw Me a Picture, Captions, Futurespectives, 5 Whys and Holding a Movie Conversation.
Refactor Your Wetware: Andrew Hunt
You are used to working with software and hardware, but what about working with wetware—your own brain? Do you know the best ways to learn, or to think about solving problems? In this one workshop we’ll journey through bits of cognitive science, neuroscience, learning and behavioral theory. You’ll see surprising aspects of how brains work and see how to beat the system, improving your own learning and thinking skills.
Team Swarming--Why and How: George Dinwiddie
Agile teams are often asked to swarm over the work, applying as many people to each item of work as productively possible before starting the next. Sometimes this magically works, and bystanders confidently describe the team as "gelled." Other times it looks like a train wreck, with people getting in each other’s way and on each other’s nerves. In the middle we find a continuation of the status quo. What’re the advantages of swarming? How can we increase the odds of gaining those advantages? We’ll explore the answers from your experience and mine.http://submit2011.agilealliance.org/files/session_pdfs/Team Swarming.pdf
Software Development Coach, iDIA Computing
George Dinwiddie helps organizations develop software more effectively, bringing thirty years of development experience from electronic hardware and embedded firmware to business information technology. He helps organizations, managers, and teams solve the problems they face by providing consulting, coaching, mentoring and training at the organizational, process, team, interpersonal, and technical levels. Involved in the Agile community since... Read More →
Creating an Environment by Making, Keeping, and Amending Agreements: Amr Elssamadisy
Software processes such as Scrum, XP, and Kanban are a set of practices that a team agrees to follow. Making, keeping, and changing agreements is crucial to the success of any agile process. A team’s agreements and their ability to make, keep, and renegotiate these agreements is fundamental to their success. However, many times, team members are not all clear on their agreements. They may not have the same understanding of the explicit agreements and are usually carrying around a set of implicit agreements that they expect their peers to execute.http://submit2011.agilealliance.org/files/session_pdfs/poster-back_0.pdf
Creating a Team Culture to Navigate Conflict: Lyssa Adkins
Anyone who has spent solid time with an Agile team can attest to this one thing: conflict happens. With Agile, we seek excellence and we see that conflicts arise one after the other. Harmony and disharmony are both normal. But how can teams turn conflict into something productive and maybe even inspirational? Models and tools to do just that are the core of this workshop. Participants will leave the session with new ways of thinking about conflict on their teams as well as tools they can use right away to help their teams (and themselves) navigate conflict.
Coach of Agile Coaches, Agile Coaching Institute
I am passionate about people getting the results *through* agile that they hoped for when they first heard about it. I believe agile coaches, when well-equipped, are in the best position to help those results actually happen.
Cultural Architecture: Raj Mudhar
If our business culture was a product, how would we re-architect it? Culture influences everything. So how can we influence culture? What tools help us understand cultural influences, from the implicit, the elements we don't even think about, to the visible, the artifacts that lead to stereotypes? Adopting an Agile culture, when it is under-laid with the cultures of the world is challenging. Reconciling cultural dilemmas drives collaboration and innovation. Culture is the core of it all. Knowing this, you can create a pull for cultural change in your organization.
Agilist, Raj Mudhar & Associates Ltd.
I'm passionate about technology, and the knowledge that organizations can improve, deliver higher value to customers, while making the workplace an engine of engagement, innovation, and sustainability
Experiments: how does team structure affect behavior?: Sami Honkonen, Arto Eskelinen
When several teams work within the same codebase they share a lot responsibilities. For example, all teams are equally responsible for keeping the build green. However, teams are also committed to sprint goals that are independent from each other. So what happens when the build breaks and the sprint is nearing its end? Let's experiment how structure affects behavior and try to find structures that enhance responsibility.
Refactoring Conversation Smells: Gil Broza, Luiz Claudio Parzianello
As an Agile practitioner, you probably communicate with many different people every day. Are all your conversations effective? Or do you sometimes find yourself or the other person explaining and re-explaining, arguing a position, fighting over “semantics”, or cornered? These conversations go awry in consistent ways, which arise from people's innate methods of processing and cataloguing information. Come to this tutorial to learn these "conversation smells" and systematic ways -- a simple set of patterns and questions -- to tackle them and get your conversations unstuck.
Routine Conflict Processing as a Cultural Norm: Jim McCarthy
Regardless of the Agile techniques you employ, one thing is for sure: lots and lots of conflict is being generated. Questions about the current best idea, authority distribution, identifying impediments, and impediment removal are just some of the sources of conflict and heat in Agile adoptions. Conflict can kill your best intentions for your teams and organizations. Protocols- "structured interactions"-- are a useful tool for processing mistakes, differences and conflict. Attend this session to learn how to develop enterprise-wide norms for routinely processing conflict.
Team Traps: Esther Derby
Some teams soar; others wallow, bicker and slog their way to uncertain results. Teams that soar have a few things in common: they have a shared goal, interdependent work, complimentary skills, mutual accountability. Slogging teams have a few things in common, too. They fall into predictable traps. What are those traps and how can you help your team climb out of them? That’s what Esther is here to talk about.
Founder, esther derby associates, inc.
I’m an expert in organizational dynamics and a leading thinker in bringing agility to organizations, management, and teams. |
How your company’s values are reflected in your environment, your culture and organizational dynamics, directly determines the quality and level of your success. When your company environment, culture and organizational dynamics are positive, mutually receptive and reinforcing, your people and teams have the... Read More →
Tightening the Feedback Loop: Patrick Kua
Agile methods bring individuals working together in a more intimate environment than other methods. It requires different skills to make it work. Giving and receiving effective feedback is a powerful tool to improve collaboration in teams and organisations yet our organisations teach us little about this important topic. We are surrounded by poor examples all the time.We'll explore some simple rules for giving and receiving feedback, observe how most people give ineffective feedback to others and illustrate examples of applying the rules to make it more effective.http://submit2011.agilealliance.org/files/session_pdfs/PatKua-TighteningTheFeedbackLoop.pdf
Building Great Teams: Don Gray
In coaching, I generally find teams assembled with some thought to colocation and skills. At best they’ve been through agile training, picked a team name, and created team norms. Then it’s time to get to work. These steps can produce high performing teams. More often they produce average performance. Rather than hope for greatness, helping teams form can ensure team members become equipped to deal with identity, trust, and task issues thereby generating agreement and commitment between the team members.
President, n-th Order Systems, Inc
Having worked in software for 30 years I focus my energy and efforts working with executives to create the conditions where teams can flourish developing business value. I facilitate team learning and interdependent work. This includes assessments, embedded coaching, focused coaching, public and private workshops. |
I lead sessions at Agile meetups across the southeast, from Richmond, VA to Knoxville, TN to Charleston, SC. Topics range... Read More →
Creativity for Agile Teams: Roger Brown, Mark Levison
This is a refinement of our presentation at Agile2009. Creativity can manifest in several ways including creation of something new, refinement of something that exists and problem solving. How do we support, enable and enhance the creative abilities of Agile teams? There are many ways to shape the work environment for greater creativity. We will describe how creativity happens and can be enhanced by providing a safe, nurturing environment, enhancing group interactions, pacing activities that utilize different sensory modes and trusting in the power of subconscious integration.http://submit2011.agilealliance.org/files/session_pdfs/TeamCreativity2011 - Public.pdf
Agile Office Spaces - Enabling Collaboration and Agility: Richard Cheng
Your Agile team has the right processes, engineering practices, tools, people, and technology, but what about your office space? Sure, you have a prominently displayed Scrum board, but does your physical environment enhance your collective Agility? Drawing from experiences at Agile shops and government offices, and in collaboration with his wife (Conni Gutierrez Cheng, a professional interior designer specializing in collaborative office spaces), Richard Cheng will lead a workshop session to bring together experiences of the attendees to create a shared learned experience.http://submit2011.agilealliance.org/files/session_pdfs/Agile Office Spaces Workshop.pdf
Experimentation: a Missing Agile Practice: Arlo Belshee
Your initial Agile transition had great results. However, now you find the process has problems of its own. It doesn't fit your company, team, or domain perfectly. There's no advice for what to change. Now what? You already know a safe, effective, and constructive way to explore an unknown domain: do explicit experiments. I will show how to identify the problem and contributing factors, develop and perform a set of experiments to see what might work better, and then follow through on any process changes that you deem fit. We will take on one or two problems from the audience as examples.
Moving development and testing out of their Proterozoic silos: Steve Ropa, Joel Tosi
For far too long development and testing have lived in silos, serving different masters. In most organizations, testing is the neglected child. 'Anyone can test' - and organizations hire accordingly. The main message behind this session is how to handle testing organizationally and realize not only the skills needed for a successful testing organization but also how the interaction between development, product, and testing needs to evolve.
The Culture of Agility: Pete Behrens
Agility as a process is well understood today in feedback generating iterations or as a flow. Agility as a structure is becoming better understood through cross-functional teams working collaboratively. However, Agility as a culture has very little exposure - yet culture impacts every attempt at agility. This session provides a language for organizational culture, its impact on agility, and examples where exposing culture has aided adoption. We explore cultures within single organizations, sub-cultures across boundaries within larger organizations, and cultures bridging a corporate merger.http://trailridgeconsulting.com/culture-of-agility.html?view=slide
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